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					Teams


 Definitions, Characteristics
A team is a small number of people with complementary
skills who are committed to a common purpose,
performance goals, and approach for which they hold
themselves mutually accountable.

    The Wisdom of Teams, Jon R. Katzenbach and Douglas K.
      Smith, HarperBusiness
The most distinguishing characteristic of a team is
that its members have, as their highest priority, the
accomplishment of team goals.
         Successful Team Building, Thomas L. Quick,
         AMACOM
A team is a group of diverse people, united by a
common purpose, who are cooperating to
achieve quality results and experience synergy.

    Teambuilt, Making Teamwork Work, Mark
    Sanborn, Mastermedia
     Ten critical differences between a TEAM and a
     WORK GROUP

      WORK GROUP                          TEAM
          Competes inward                       Competes outward
          Personal agenda                       Team agenda
          Staid                                 Innovate
          Autocratic                            Participate
          Kick-starters                         Self-starters
          No linkage                            Linkage to team
          Independent or over                    success
           dependent                             Interdependent
          Tolerate each other                   Enjoy each other
          Little or no urgency                  Sense of urgency
          Resist challenge                      Respond to challenge

Teambuilt, Making Teamwork Work, Mark Sanborn, Mastermedia
Stages of Team Growth: Forming, Storming,
   Stages of team growth: forming, storming, norming,
Norming, Performing
   performing

   Ten ingredients for a successful team:
        · clarity in team goals
        · an improvement plan
        · clearly defined roles
        · clear communication
        · beneficial team behaviors
        · well-defined decision procedures
        · balanced participation
        · established ground rules
        · awareness of the group process
        · use of the scientific approach.


               The Team Handbook, Peter R. Scholtes et al, Joiner
End
Team Personalities


    Source: Why Teams Don’t Work, H. Robbins and M. Finley,
    Peterson’s/Pacesetter, Princeton, 1995
The Personality Universe
         ANALYTICAL                                     DRIVER
Key Value: Work with existing            Key Value: Shape the environment by
circumstances to promote quality in      overcoming opposition to get immediate
products and services                    results.
Orientation: Thinking                    Orientation: Action

Time: Past                               Time: Present



             AMIABLE                             EXPRESSIVE
Key Value: Cooperate with others, make
                                         Key Value: Shape the environment by
sure people are included and feel good
                                         bringing others into alliance to generate
about the process
                                         enthusiasm for the results
Orientation: Relationships
                                         Orientation: Intuition
Time: Depends on who they are with at
                                         Time: Future
the time
           The Personality Universe
                                                    Task-Oriented

                    ANALYTICAL                                       DRIVER
           Key Value: Work with existing              Key Value: Shape the environment by
           circumstances to promote quality in        overcoming opposition to get immediate
           products and services                      results.
Reactive




                                                                                                  Proactive
           Orientation: Thinking                      Orientation: Action

           Time: Past                                 Time: Present



                        AMIABLE                               EXPRESSIVE
           Key Value: Cooperate with others, make     Key Value: Shape the environment by
           sure people are included and feel good     bringing others into alliance to generate
           about the process                          enthusiasm for the results
           Orientation: Relationships                 Orientation: Intuition

           Time: Depends on who they are with at      Time: Future
           the time

                                                    People-Oriented
           The Personality Universe
                                                 Task-Oriented

                    ANALYTICAL
           Key Value: Work with existing
           circumstances to promote quality in
           products and services
Reactive




                                                                   Proactive
           Orientation: Thinking

           Time: Past



           Essentially perfectionists
           Virtue: Patience
           Downfall: Patience (“analysis
           paralysis”)
           Adjectives: critical, indecisive,
           picky, moralistic, industrious,
           persistent, serious, orderly
                                                 People-Oriented
           The Personality Universe
                             Task-Oriented

                                            DRIVER
                               Key Value: Shape the environment by
                               overcoming opposition to get immediate
                               results.
Reactive




                                                                        Proactive
                               Orientation: Action

                               Time: Present



                               Essentially “let-me-do-it people”
                               Virtue: Results oriented
                               Downfall: Bitterly self-critical,
                               resentful of idle chit-chat
                               Adjectives: pushy, dominating,
                               harsh, strong-willed, independent,
                               practical, decisive, efficient
                             People-Oriented
           The Personality Universe
           Essentially “people people”              Task-Oriented

           Virtue: Understanding of
           relationships
           Downfall: If pushed, response is
           to cave in
Reactive




                                                                      Proactive
           Adjectives: conforming, unsure,
           ingratiating, supportive, willing,
           agreeable, respectful, dependent

                       AMIABLE
           Key Value: Cooperate with others, make
           sure people are included and feel good
           about the process
           Orientation: Relationships

           Time: Depends on who they are with at
           the time

                                                    People-Oriented
           The Personality Universe
                             Task-Oriented
                               Essentially big picture people
                               Virtue: intuition, creativity
                               Downfall: If pushed, may attack
                               Adjectives: manipulating, excitable,
Reactive




                                                                           Proactive
                               undisciplined, reacting, egotistical,
                               wacky, enthusiastic, dramatic,
                               friendly, stimulating

                                       EXPRESSIVE
                               Key Value: Shape the environment by
                               bringing others into alliance to generate
                               enthusiasm for the results

                               Orientation: Intuition

                               Time: Future


                             People-Oriented
Improving Communications

   Identify your communication style, and that of others
       Analytic, Amiable, Driver, Expressive?
   Change your style?
       Not necessarily, but perhaps soften the extremes
       Learn how to communicate with people of other styles
       Try to see things through the eyes of other styles, and
        understand their needs and preferences
   Adapt your style to suit the needs of whoever you
    are communicating with
Adapting Your Style to Others
                                                       ANALYTICAL     DRIVER




   With ANALYTICALS                                    AMIABLE     EXPRESSIVE

       Prepare your case in advance
       Take your time, but be persistent
       Support their principles; show that you value their
        thoughtful approach
       Cover all bases; don’t leave things to chance or hope
        “something good happens”
       Draw up a scheduled approach for any action plan
       Be clear
       Avoid emotional arguments; no wheedling or cajoling
       Follow through; if you break your word, they will remember!
Adapting Your Style to Others
                                               ANALYTICAL     DRIVER




   With DRIVERS                                AMIABLE     EXPRESSIVE

       Be brief, to the point (think “efficiency”)
       Stick to business; skip the chit-chat
       Be prepared
       Organize your arguments; present facts clearly
        and logically
       Ask specific questions; don’t “fish”
       Disagree? Disagree with facts, not the person
       Agree? Support the results and the person
       When finished, leave; no loitering
Adapting Your Style to Others
                                                       ANALYTICAL     DRIVER




   With AMIABLES                                       AMIABLE     EXPRESSIVE

       Break the ice – it shows your commitment
        to the task and to them
       Show respect
       Listen and be responsive; take your time; learn the whole
        story
       Be non-threatening, casual, informal
       Ask “how” questions to draw out their opinions
       Define what you want them to contribute to the task
       Assure and guarantee that the decision at hand will in no
        way risk, harm, or threaten others
Adapting Your Style to Others
                                                         ANALYTICAL     DRIVER




   With EXPRESSIVES                                      AMIABLE     EXPRESSIVE

       Meet their social needs while talking shop;
        entertain, stimulate, be lively
       Be open – strong and silent doesn’t cut it with them
       Ask for their opinions and ideas
       Keep your eye on the big picture, not the technical details
       Support your points with examples involving people they
        know and respect
       Show honest respect – you must not talk down to an
        Expressive
Dealing With Difficult People

   Team jerks
       Rude people unaware of how they come across
   Team blowhards
       Use timed agenda for all meetings
   Team brats
       Team member waiting for someone else to show
        leadership, to volunteer, to share information
The Will to Team

   Critical to a team’s success; no team can be
    a team against its will
   Occurs when we want the team to succeed
    not just for the team’s sake, but for
    everyone’s sake
   Requires acknowledging our differences and
    learning what we all want from one another
Teams
Roles, Responsibilities, Operations




                                 College of Engineering
Steps in Establishing a Team
 identify the goals
 prepare a mission statement
 determine resources
 select the team leader
 select the project team




                                College of Engineering
Team Mission Statement
 Helps the team to:
     clarify the purpose of the project
     understand where the project fits into the
      organization’s strategic plan
     set boundaries on the project
     know what is, what is not within the team’s
      jurisdiction




                                             College of Engineering
Mission Statement Contents
 brief (one-sentence) description of the
  product/process
 key business goals
 target market(s) for the product
 assumptions that constrain the development
  effort
 stakeholders




                                            College of Engineering
Team Composition
 Team Leader
     the person who leads/manages/facilitates
      the team activity
     a member of the team
 Team Members
     persons with complementary skills,
      committed to the common goal of the
      project
     selected by the team leader or appointed
      by management in consultation with the
      team leader
                                          College of Engineering
Team Member Responsibilities
 should consider their participation a priority
  responsibility, not an intrusion
 are responsible for contributing as fully to
  the project as possible
      share knowledge and expertise
      participate actively in all meetings
 must carry out their assignments between
  meetings


                                              College of Engineering
Building Team Performance
 Keep the team productive
     must be a sense of both urgency and direction
 Select team members on the basis of both
  technical and team-oriented skills
 Establish clear rules of behavior
 Set and seize upon a few immediate
  performance-oriented goals and tasks
 Spend time together


                                           College of Engineering
Team Meetings
 Pre-meeting activities
 Meeting activities
 Post-meeting activities




                            College of Engineering
Team Meetings (cont.)
 Prior to the meeting:
     determine the purpose
     review previous action items
     develop an agenda
     select a meeting place and time
     invite participants
     distribute the agenda




                                        College of Engineering
Team Meetings (cont.)
 During the meeting:
     review the agenda
          purpose, items, time limits
     conduct the business of the meeting
          presentations, discussions, decisions
     review action items assigned
     set agenda items for the next meeting
     evaluate the meeting



                                                   College of Engineering
Team Meetings (cont.)
 After the meeting:
    Document (suggested items to include)
       Date of meeting, members present

       Status of old action items (time-dated, responsible

         party)
       New action items (time-dated, responsible party)

       Decisions made/important topics discussed and

         outcomes
       Next scheduled meeting

    Distribute record of the meeting




                                                     College of Engineering
Meeting Agendas
 Who, where, when
 Purpose of meeting
 Identify facilitator, time-keeper, recorder
 Agenda items: what, by whom, desired
  outcome
      status of previous action items; new
       business
      time-limits on each agenda item
 End with review of new action items,
  evaluation of meeting
                                              College of Engineering
       Meeting Agendas

                                               BLUE TEAM
                                              Regular Team Meeting

From:     Bob Smith                                                       When:       9:00 a.m., 9/23/0x
To:       Jack Jones, Mary Price, Bill Collins                            Where:      ENG 142


Facilitator: Bob Smith                 Note Taker:     Bill Collins           Timekeeper:        Mary Price

                                                    AGENDA
 No.       Time                       Topic                    Who                       Objective
   1    9:00 - 9:05   Review meeting objective and agenda     BS      Common understanding
   2    9:05 - 9:15   Previous action items                   BS      Determine status of previous action items
   3    9:15 -        Design Issue 34 : …..                   MP      ….
                      …..                                     ….      ….
                      ….                                      ….      ….
                      Wrap up                                 BS/BC   Review new action items; set next meeting time;
                                                                      critique meeting




                                                                                                    College of Engineering
                                  Minutes of the
                                Team XYZ Meeting
                                February 27, 2006

Attendees: B. Smith, J. Jones, M. Price, B. Collins

Agenda Item 2 – Previous Action Items
    Action Item 4: Analysis completed. Document in team file as “Motion of
    Rotating Bar”
    Action Item 5: In progress. Will be completed by 3/6/06

Agenda Item 3 – Design Issue 34
    Issue is …….
    Two paths are to be considered: 1) …….. ; 2) ……..
    ACTION ITEM 6: Investigate Path 1, develop action plan; M. Price; Due
                       3/6/06
                     Investigate Path 2, develop action plan; B. Collins; Due
                     3/6/06

Next meeting will be 3/6/06

Minutes submitted by B. Collins
2/28/06




                                                                             College of Engineering
END




      College of Engineering

				
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